Strategic positioning and performance of winter destinations

Purpose - This paper seeks to demonstrate the critical importance of the destination's decisions made in relation to market positioning in understanding the competitive performance achieved by local businesses. Design/methodology/approach - The aim of the empirical research was to check the following hypotheses: clear positioning on longer-stay customers makes it more likely that the conduct of ski corporations and hotel businesses will complement each other; clear positioning on longer-stay customers improves the competitive performance of ski corporations; and clear positioning on longer-stay customers improves the competitive performance of tourist hospitality businesses. The multiple case study methodology was adopted as a means of refuting or confirming these hypotheses, with the use of a combination of qualitative and quantitative data, although giving greater weight to the quantitative sources. Findings - Two dimensions are of decisive importance: the commercial mix of customers attracted to the destination (distinguishing between day-trippers and longer-stay customers), and the structural mix of plant capacity and high turnover tourist accommodation facilities. Originality/value - The case studies chosen have made it possible to test three hypotheses according to which a clear positioning on longer-stay customers: increases the extent to which the behaviour of ski corporations and hotel structures complement each other; improves the competitive performance of the ski corporations; and improves the competitive performance of the businesses offering tourist accommodation.